Global Leadership Fellows Programme 2011


Published on 26.07.2011
Programme of the Global Leadership Fellows Programme at the World Economic Forum. For more information go to

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Global Leadership Fellows Programme 2011

  1. 1. Global Leadership Fellows World Economic Forum 1
  2. 2. Global Leadership Fellows…join a three-years leadership development that integratesjob experience at the Forum and an executive educationdelivered by the world‟s foremost thought leadersand practitioners. World Economic Forum 2
  3. 3. VisionThe executive leadership programme will developtomorrow‟s leaders of global institutions in both the privateand public spheres.Fellows will complete theprogramme with agreater self awareness,insights into global, regionaland industry agendas,unique networks,externally recognized asleaders with a global mindset. World Economic Forum 3
  4. 4. MissionTo foster and accelerate thedevelopment of the GlobalLeadership Fellows in theirknowledge and skill domains,through an integratedprogramme of workexperience,teaching and personaldevelopment with the highestlevel of exposure to leaders inthe private and public sectors. World Economic Forum 4
  5. 5. Top talent: The FellowsFellows are mid-career professionals, who will have completed3 years in Forum’s front line positions, benefiting from:Connecting the Thought Leading the Unique dots: leadership: leaders: network: Understanding Exposure to Facilitating top Developing global inter- global, regional, leaders‟ meetings relationships and dependencies industry issues, engaging shaping the stakeholders agenda for various communities in parallel with 3 years of leadership training, co-delivered by: World Economic Forum 5
  6. 6. Who are the Fellows?The programme recruits the most promising leaders to join the annual cohortand immerses them in a development experience that will increase eachindividual‟s capacity to improve the state of the world. Diverse: 26 Fellows (2008 cohort), 19 nationalities Gender Mix: Males 40% , Females 60% Average Age: 34 Broad Intellectual Background All Fellows have at least one Master‟s degree PhD degree 16% MBA degree 32% More than one Master‟s degree 40% Strong Work Experience Average of 8 years (45% „for profit‟; 55% „not for profit‟ sector) Typical education from INSEAD, IMD, HEC, LSE, Harvard Kennedy School of Government, Columbia University; Oxford University, Cambridge University World Economic Forum 6
  7. 7. Recruitment and career paths• Hired for specific front line positions by a line manager and the Dean• Entrance to the organization at the „Senior Manager‟ level with a three year contract• Pending a solid performance Associate Director position within two years• A promotion to Director is expected between 1-3 years from completion of the programme World Economic Forum 7
  8. 8. Recruitment• Highly competitive selection 2500 applications p.a.• Selection process: • Screening of CVs and essays • Behavioral, competency based interviews • Realistic job preview • Emotional intelligence testing • Looking for: • Service orientation • Problem solving • Results drive • Shaping agenda • Synthesizing • Values alignment • Collaboration • Motivational fit • Managing self • Managing projects World Economic Forum 8
  9. 9. Where do they go after the programme?Corporations: • Middle manager with line management responsibility (Marcello, Expedia) • Adviser /Chief of staff/ Executive assistant to the CEO (Sumeet, Fortis) • External Affairs/Public policy/Communication (Cristine, MMC) • Strategy (Arun, McKinsey)Governments • Adviser (to the Minister of Finance, Nigeria; Yemi) • Head of an office (Head of competitiveness, Guatemala, Julio)NGOs and International Organizations • Economist (Preeti, African Development Bank) • Regional responsibility (Dezhi, IMF) • High impact programmes (Francesca, British Council)The Forum • Director of Media and Entertainment Industries (Diana) • Director Head of Asia (Sushant) • Chief of staff, Centre for Global Industries (Helena) World Economic Forum 9
  10. 10. About the programme: in the media "Manager training at the"Training for Leading Roles" Patricia Cohen, 9 July 2010 super league level" Andrew Baxter, 26 January 2009 "The Complicated Lives of "Leaders-to-Be" Todays Leaders" Ben McGrath, 2 August 2010 20 September 2010 World Economic Forum 10
  11. 11. About the programme: Foundation Board "What a tremendous pool of diverse talent!" Ghosn (Renault-Nissan Alliance) Nooyi (PepsiCo) "If you [The Forum], don‟t know what to do with them [the Fellows], send them to us!" World Economic Forum 11
  12. 12. The leadership modelThe perception of “leadership” is often in the eye of the beholder.At the Forum, we see leadership as an interconnection of : • Thought Leadership • Constituent Leadership • People Leadership Building trust • Personal qualities Service Forum attitude development Structuring Constituent Managing problem & Forum Providing teams & solving Leadership feedback projects Shaping & coaching Intensifying agenda Synthesising constituent Identifying Thought Collaborating People issues, engagement Leadership effectively & Leadership Managing Foresight efficiently self Building Personal Mobilizing domain Qualities people knowledge Results Committed driven to improving the state of the Adhering world to values World Economic Forum 12
  13. 13. Programme structure and content Me Leading teams as a leader and organizations Leadership in ACTION Leadership in global context 2 years: 3rd year:classroom and project work, experiential mentoring and training coaching World Economic Forum 13
  14. 14. The programme Nov 1–5 Feb 14–18 Feb 21–25 July 5–9 July 11–15 General/Switzerland INSEAD/France Geneva/Switzerland Columbia/NY Wharton/PA Behavioural Economics & Taking the Stage Strategic Leadership & Coaching Decision Making & Networks International Relations (The School of Arts) Persuasion & Influence Decision MakingYear 1 Emerging Economies Anil Gupta INSEAD (2d) The Leader within and Anil Gaba, INSEAD (2d) Influencing and Persuading Peter Cappelli, Richard Shell, Simulation Game Mario Moussa Leadership across cultures Albert Angehm, ???? Leadership & Art and Art of Wharton School MBTI and Action Learing Manfred Kets de Vries, Leadership (1d) Elisabeth Engellau, Columbia University Meaning Making Systems Gianpiero Petriglerie, Voisit Cern/WPP School of Arts Wharton Subramanian Rrangan, Swiss Leadership Journey INSEAD (5d) Leadership and Emerging (2d) Action Learning Futures Wharton Otto Sharmer, MIT (1d) Oct 4–8 Feb 21–25 Feb 28–Mar 4 July 5–9 July 11–15 LBS/Geneva LBS/Geneva Gemmi/Switzerland Columbia/NY Wharton/PA Voice, Personal Mobilizing the Science Global Strategy for Leaders High Performance Teams Presence & Power (The Earth Institute) Entrepreneurial Presence Personal Power and Influence Financial Policies (2.5d) Christopher Henessy, LBS (1d)Year 2 Ethics The Leadership Journey Risk Management Org. Politics: Gianpiero Petriglieri, team of Kunreuther et al, Wharton Entrepreneurship Alvarez, INSEAD/ ESADE coaches Gray Dushinistrky (1d) (0.5d) INSEAD (2.5d) Columbia University Investor Capitalism Earth Institute Mike Useem, Wharton High Emergency Organization Team Dynamics Lynda Gratton, LBS (1d) Richard Jolly (1d) Social Entrepreneurship Negotiation McMillan, Wharton Strategy & Innovation Daniel Shapiro +Business Game Coaching/Consulting Day Jules Goddard, LBS (2d) Harvard Law School (2.5d) Perso Mar 7–12 June–May Oct–June General/Switzerland Russia Geneva and NY Geneva and NY Geneva and NY Business Workshops Career Change Leadership in Global Context Mentoring/Coaching Action Learning (optional) Personal Career ChangeYear 3 Herminia Ibarra Leadership in Different INSEAD (2d) Cultures and Realities (field visits with communities) Coaching sessions with Finance & Accounting for Next Career Steps Team project on strategic, professional coach Non-Specialists Steve Langton, Wolfgang Walter entrepreneurial & social aspect Experimental Learning Mentoring with YGLs, (optional and anytime Heidrick & Struggles (2d) of Forums interest Examples from the past: including a shadowing within the 3 years) Israel/Palestine, Personal Branding South Africa, Russia Sue Hodgkinson (1d) World Economic Forum 14
  15. 15. Blending different learning approaches • Work assignments • Classroom modules & Experiential modules • Learning by observing • Coaching and MentoringImpact of development interventions development on the job: coaching/mentoring: classroom training, 70: 20:10, Intervention/ Knowledge Skills Behaviours Motivation Values impact Classroom x (x) Self study x x (x) Assignment(s) (x) x x Job rotation x x x Out of work (x) x (x) Mentoring x x (x) Coaching x x x World Economic Forum 15
  16. 16. Blending different learning approachesWork assignments: Full time, front line positions Arun leads the Forums Engineering & Construction Industry Community by providing CEOs with strategic insights and emerging market trends. He manages 15 partnership accounts with multi- billion dollar E&C corporations. During his tenure, he has developed relationships with ministries, including India, multilateral development agencies, including the World Bank and enterprises such Arun as China Railway Construction. Education: University of Chicago, Iowa State University of Science & Technology, National Institute of Technology Previous employers: Sargent & Lundy, LLC; IOWA State University Viviane works for the Schwab Foundation of Social Entrepreneurs, where she identifies, evaluates and selects social enterprises in Asia. She builds local partnerships and liaises with other strategic relationships. Viviane Education: INSEAD, Stanford University, Previous employers: Gallivan, Gallivan & O‟Melia; Keystone Strategy; Silicon Storage Technology; Hewlett Packard; AMD; UPS Arturo works for the Latin American Community where he develops relationships with government, business, and civil society. Over the past three years he has worked on several reports, including Mexico Competitiveness Report with Harvard‟s CID and Adapting to the Rise of China with the Arturo OECD. Education: Nuevo León State University, Harvard University, Kennedy School of Government, Monterrey Institute of Technology Previous employers: CEMEX; The World Bank; Harbor Consulting World Economic Forum 16
  17. 17. Blending different learning approachesClassroom and experiential modulesUnderstanding • Corporate strategy, finance, entrepreneurship • The emergence of India and China, economics, international relationsUnderstanding • Earth Institute on water, energy, sustainability, urbanization • Language training in Mandarin, French, Arabic • Negotiation, power and influence, organizational politics,Understanding emotional intelligence, feedback giving & receivingExperiential training• Leading high performance teams: training in the Swiss Alps, 2500m above the sea level• Taking the stage with the School of Arts; personal presence, power of voice, power of gesture• Leading in the global context: 3rd year leadership retreat in an emerging economy World Economic Forum 17
  18. 18. Blending different learning approachesLearning by observing/imitationShadowing external mentors; eg successful entrepreneurs, politicians, business leadersExposure to numerous leaders through day to day job and face to face meetings with, e.g.: • FitzGerald (Unilever, Thomson Reuters) • Brabeck (Nestle) • Piot (UN) • Gadiesh (Bain) • Al Gore • Coelho (writer) • Phelps (Nobel price for economy) • Peres (President, Israel) • Fayyad (PM, Palestine) • Fursenko (Minister of Education, Russia) • Amamou (Secretary of state, Tunisia) World Economic Forum 18
  19. 19. Blending different learning approachesIndividualized interventionsCoaching: • Peer coaching, during 2 years, learning model designed by INSEAD• Facilitated peer exchange, during 3 years• Executive coaching, during 1 year; a pool of 15 top executive coaches internationallyMentoring: • Interaction with a successful leader from outside of the organization during a year, pool of 750 leaders to choose from • Senior colleague mentoring a new Fellow during on- boarding and beyond; • Improved efficiency of the on-boarding, increased motivation World Economic Forum 19
  20. 20. Content providersAcademic partners: • INSEAD • Columbia University (School of Arts, Earth Institute) • London Business School • University of Pennsylvania (Wharton)Training and development from corporations: • Heidrick & Struggles • Deloitte • Egon Zehnder International • Boston Consulting GroupSelected thought leaders from: • Harvard, Kennedy School of Government • London School of Economics • ESADE • IMDPool of coaches and mentors World Economic Forum 20
  21. 21. Measuring impact (on the organization)Organizational performance• Increased internal collaboration• Increased expectations from the Fellows and line managers• Increased value added through top talent• Robust leadership pipeline (leadership surplus)Recruitment• Strong employers brand• Employer of choice - increased quality and quantity of applicationsRetention• Controlled attrition• Increased motivation• Mentoring (Dean)Training and Development• Structured and measured developmentContribution to the organizations mission• Building a community of future global leaders and citizens World Economic Forum 21
  22. 22. Measuring impact (on an individual)Internal assessments • On-the-job annual performance review: Management By Objectives • Development assessment: 360 degrees feedback • Dean‟s assessment: competency based at the end of the programme (3rd year) with ongoing (annual) feedbackExternal assessments: • Leadership potential assessed by Egon Zehnder; at the end of the 3rd yearSelf-assessment: • At the end of the programme to be co-signed by the respective executive coachFeedback and specific assessments: • Global Executive Leadership Inventory (INSEAD), Hermann Brain Dominance Instrument (Wharton), Power and Influence instrument, Myers Briggs Type Indicator (MBTI), etcPsychological assessments: • Emotional Intelligence (MSCEIT) • Mental complexity, assessment of meaning making systems/ development stages, based on the adult development theory by R. Kegan – a study soon to be published; first results available on a concept paper World Economic Forum 22
  23. 23. What makes the programme different ?• Top executive training by best schools (FT‟s top 5)• Coaching • structured peer coaching • executive/professional coaching (1on1)• Mentoring• Interdisciplinary approach to leadership development• Focus on psychological development (beside traditional K-S-A) • Emotional intelligence • Meaning making systems• Top executive assessments World Economic Forum 23
  24. 24. Back-up slides World Economic Forum 24
  25. 25. "More leaders have been made by accident, circumstance,sheer grit or will, than have been made by all the leadershipcourses put together.Leadership courses can only teach skills. They can’t teachcharacter or vision, and indeed they don’t even try. Developingcharacter and vision is the way leaders invent themselves." Waren Bennis On Becoming a Leader World Economic Forum 25
  26. 26. "Minds at Work" methodologyRobert Kegan’s Adult Development Theory Self-transforming mind Self-authoring mind Socializing mind World Economic Forum 26
  27. 27. Stage 3: Socializing Mind• Can: reflect on the concrete to reason abstractly and think hypothetically, internalize the feelings of others, orient to values and ideas that are important to them and identify with the values of a group to which they are loyal, draw their source of authority, self-assessment from external sources• Can not: reflect on or critique assessments, values or group positions with which they are identified, mediate conflict between external authorities, take responsibility for their internal reactions to others Self- transforming Self- mind authoring Socializing mind mind World Economic Forum 27
  28. 28. Stage 4: Self-Authoring Mind• Can: generate their own (and develop critiques of others‟) values, commitments, and assessments, set limits or boundaries on relationships or commitments where necessary, tolerate or welcome disagreement with important others, take responsibility for their inner lives• Can not: reflect on or critique their own ideologies or governing theories of self and leadership Self- transforming Self- mind authoring Socializing mind mind World Economic Forum 28
  29. 29. Stage 5: Self-Transforming Mind• Can: reflect on their own and others‟ belief systems or ideologies to identify larger patterns orient to the dialectical or paradoxical, welcoming contradiction and oppositeness, understand their own selves and leadership identities as always revisable, evolving Self- transforming Self- mind authoring Socializing mind mind World Economic Forum 29
  30. 30. Monitoring psychological development• An ongoing study to identify level of psychological development in individuals• Encouraging results from the pilotFindings: • Level of improvement somewhat exceptional compared with total body of research: Everyone who went through the 3 years programme made a progress, i.e. "moved up" towards the stage 5 • Fellows need a maturity at level 3 with some evidence of attributes of level 4 in order to succeed at the ForumNext steps: • Compare individuals‟ psychological development stage (external assessment) with their performance on the job, leadership potential and career progression after 3 years World Economic Forum 30